Contents  

 

 

Mentors  Code  of  Conduct  .............................................................................................................  3  

Language  and  Etiquette  ................................................................................................................  3  

Accommodations  ..........................................................................................................................  3  

Design  Principles  of  Rise  ................................................................................................................  4  

Best  Practices  for  Mentoring  .........................................................................................................  5  

Derailment  and  Barriers  to  Entrepreneurship  ................................................................................  7  

1.  Education/Experiential  Barriers  ................................................................................................................  7  

2.  Financial  Barriers  .....................................................................................................................................  7  

3.  Confidence  ...............................................................................................................................................  7  

Regarding  Mental  Health  ..............................................................................................................  8  

The  Four  Competencies  of  Mentorship  ..........................................................................................  9  

1.  Effective  Communication  .........................................................................................................................  9  9  reasons  to  try  forward-­‐looking  input  with  your  mentee  ................................................................................  9  

2.  Personal  Growth  and  Development  .........................................................................................................  11  

3.  Role  Clarification  .....................................................................................................................................  11  

4.  Connection  ..............................................................................................................................................  11  

Establishing  Expectations  ............................................................................................................  12  

First  Meeting  ..............................................................................................................................................  12  

1.Connecting  ...............................................................................................................................................  12  

2.Setting  Priorities  ......................................................................................................................................  12  

3.Staying  Focused  .......................................................................................................................................  12  

4.Measuring  Success  ...................................................................................................................................  12  

Networking  .................................................................................................................................  13  

1.  Value  of  a  Network  .................................................................................................................................  13  

2.  How  to  Network  ......................................................................................................................................  13  

3.  Use  Your  Network  ...................................................................................................................................  13  

Dealing  with  Challenges  ..............................................................................................................  14  

Final  Meeting  ..............................................................................................................................  15  

Mentor  Resources  .......................................................................................................................  16  

Learning  Goals  and  Expectations  .................................................................................................  17    

 

 3  |  17    

 

Mentors  Code  of  Conduct  • Treat  your  mentee  with  respect  and  sensitivity  

• Conduct  the  relationship  as  professional,  rather  than  social  

• Keep  any  disclosure  confidential  unless  your  mentee  grants  permission  otherwise  

• Focus  on  providing  knowledge  and  insight  

• Do  not  assume  the  role  of  counsellor,  regardless  of  issues  brought  to  the  table  

• Support  your  mentee  in  achieving  their  goals  

   

Language  and  Etiquette  Acceptable  terms  when  referring  to  a  person  with  a  psychiatric  disability  include  “person  with  a  mental  illness”,  “person  with  a  mental  health  challenge”,  “person  with  an  emotional  disorder”,  “person  with  an  addiction.”  Some  people  with  a  psychiatric  disability  refer  to  themselves  as  “consumers”  of  mental  health  services,  as  “survivors”  of  a  mental  illness,  or  simply  as  “consumer  survivors”.  Avoid  terms  such  as  “mentally  ill”,  “a  schizophrenic”,  or  “an  addict”  which  emphasize  the  disability,  instead  of  the  person.    Never  disclose  the  person’s  disability  to  another  unless  you  have  been  given  express  permission  to  do  so.    Refrain  from  asking  questions  about  the  disability  which  do  not  expressly  relate  to  the  business  you  are  discussing.  

   

 

Accommodations    • Adopt  an  attitude  that  is  unprejudiced  about  mental  illness  and  is  accepting  of  differences  • Be  patient;  behave  in  a  calm,  relaxed  manner  • Respect  your  mentee’s  personal  space,  physically,  mentally  and  emotionally  • Be  flexible  in  your  approach  • If  your  mentee  seems  distracted  or  anxious,  re-­‐focus  the  conversation  to  help  them  stay  on  topic  • With  your  mentee’s  permission,  record  the  conversation  to  make  it  easier  to  focus  on  your  mentee  

during  your  time  together  • Plan  for  frequent  breaks,  and  be  flexible  in  taking  them  • Be  understanding  if  your  mentee  has  to  cancel  a  meeting  at  the  last  minute  or  if  it  takes  them  longer  

than  expected  to  respond  to  an  email,  and  recognize  that  he  or  she  may  be  unwell  or  facing  personal  challenges  beyond  the  scope  of  their  business  

 

   

 4  |  17    

Design  Principles  of  Rise    

1. Acknowledge  and  respect  the  expertise  and  knowledge  that  clients  have  gained  through  their  own  

history  and  business  experience,  or  in  the  informal  economy.    Recognize  that  they  may  not  consider  themselves  to  be  a  novice  in  the  business  world.  

 

2. Beware  of  “The  MBA  Factor”:  help  clients  become  successful  within  their  own  definition  of  success,  and  in  a  way  that  respects  their  own  daily  rhythms  and  routines.  Value  different  types  of  business  

intelligence  and  ways  of  “doing  business.”  

 

3. Recognize  that  clients  are  used  to  operating  within  an  informal  gratitude  economy  that  is  based  on  trust,  respect,  and  reciprocity.    Maintain  the  close,  respectful,  interpersonal  relationships  on  which  such  an  economy  is  built,  and  avoid  the  impersonality  and  suspicion  that  clients  see  in  the  formal  economy,  

which  often  causes  them  to  avoid  participating  in  it.  

 

4. Create  mutual  respect  and  reciprocity  by  finding  ways  for  clients  to  share  their  expertise  and  experience  and  give  advice  to  others  –  perhaps  by  becoming  mentors  as  well  as  being  appointed  a  mentor  of  their  own.  

 

5. Keep  an  awareness  of  stigma  and  information  management  at  the  forefront  of  all  of  your  decisions  

about  the  program.    Stay  aware  of  the  fact  that  affiliation  with  Rise  may  be  a  potentially  discrediting  experience,  and  that  this  is  a  source  of  great  fear  and  anxiety  for  many  clients  and  potential  clients,  

especially  those  who  have  been  successful  and  are  –  or  may  soon  be  –  in  the  public  eye.  

 

6. Treat  clients  as  people  first,  entrepreneurs  second,  and  let  their  illness  remain  in  the  background.  Do  not  make  it  their  master  status  and  do  not  treat  them  as  a  “case.”  

 

7. Be  careful  about  delaying  recognition  of  positive  client  performance  to  a  later  date,  and  about  demands  placed  on  their  time.    Remember  that  although  they  appreciate  awards  and  recognition,  clients  are  

running  a  business  and  they  may  already  have  challenges  related  to  rhythms,  structure,  and  time.  Their  world  is  not  the  traditional  business  world,  and  they  may  need  to  focus  more  heavily  on  the  present  than  the  future.  

 

8. Acknowledge  success  –  as  the  client  defines  it  –  without  reference  to  their  illness.  Celebrate  

achievement  for  its  own  sake,  not  “In  spite  of…”    Do  not  hold  clients  up  publicly  as  a  representative  example  of  an  entire  category  of  people.  Recognize  them  as  individuals,  and  follow  their  lead  in  sharing  information  about  their  illness.                                                                                                                                                                        

 5  |  17    

Best  Practices  for  Mentoring      In  the  famous  book,  “Men  are  from  Mars,  Women  

are   from   Venus,”   author   Dr.   John   Gray   explains  the  different  communication  styles  typical  of  men  and  women.     Specifically,   he  deals  with  different  

ways   we   approach   problems.     “Martians”  approach   with   a   clear   problem-­‐solving   agenda:    ‘Give   me   a   problem;   I’ll   give   you   an   answer.’    

Venusians  want   to  empathize:   ‘I  understand  how  you   feel,   I’ve   been   there.’     A   good   mentor   falls  somewhere  in  between.  

The  first  instinct  we  have  as  business  people  is  to  

look  for  a  solution.    Problems  pose  a  threat  to  our  business,   our   livelihood,   and   stand   in   the  way  of  our  goals,  therefore  they  must  be  overcome.    This  

paradigm  may   be  most   efficient   for   advancing   a  business,  but  does  not  encourage  learning.    

The   “I’ve   been   there   and   it   was   worse   for   me”  syndrome   can   be   just   as   unhelpful.    We   have   all  

faced   challenges   and   been   under   stress   at  different   times.     Focusing   only   on   our   shared  struggles   may   give   a   little   comfort,   but   doesn’t  

help   in   any  way.     Commiserating   offers   no   hope  for  progress,  only  the  knowledge  that  others  have  faced   the   same   problems   and   survived,   but   not  

necessarily  overcome.      

A   good   mentor   must   understand   their   role   is  

multi-­‐fold.     They   need   to   support   and   challenge  

their  protégé,  while  encouraging  their  growth  and  aiding   them   in   development.   Obviously   the  mentor  has  been  successful  in  their  endeavors,  or  

they  would  not  be  in  the  position  they  are  in  now.    That   does   not   mean   that   everyone   who   does   it  their   way   will   succeed,   or   that   there   is   not  

another  equally  effective  way  to  proceed.    

When   I   played   baseball,   every   year   I   had   a  different   coach   trying   to   teach  me   how   to   bat.   I  started  out  a  reasonable  hitter,  not  batting  clean-­‐

up,  but  getting  a  respectable  number  of  RBI’s.    For  three  years,  my  batting  got  progressively  worse  as  each   coach   tried   to   make   me   hit   their   way.    

Finally,   I   had   a   coach   that   told   me   to   forget   all  that   I   had   been   taught   and   go   back   to   what  

worked.    He  then  showed  me  a   few  simple  steps  

to   improve  my   timing  and  power.     I  was  never  a  Barry   Bonds,   but   my   batting   improved  tremendously.     It   took   a   coach   watching   what  

came  naturally  and  offering  advice  from  watching  other  styles.  

Likewise,  a  mentor  should  cast  a  reflective  eye  on  the   business   practices   and   philosophies   of   their  

protégé   and   assist   them   in   making   progress  towards   their   goals.    A  mentor   should  not   judge  

what  they  hear,  instead,  try  to  be  empathetic  and  

understand   how   the   protégé   reached   the  decisions   and   conclusions   that   brought   them   to  where   they   are   now.     It   is   important   to  

understand   the   paradigm   of   the   protégé   right  now,   before   presenting   alternative   perspectives.    Often   simply   reflecting   the   facts   of   a   situation  

without   the   emotional   baggage   will   allow   the  protégé   to   gain   a   new   perspective   on   their   own  situation.      

When   mentors   are   presented   with   failures   or  

obstacles,   the   first   instinct   is   to   discard   the  process  that  led  to  the  failure  and  find  a  different  path.     It   is   more   effective   to   first   examine   the  

process.    Often,  the  failure  is  a  result  of  one  small  part   of   the   process.     Identifying   and   addressing  that   one   element   is  more   effective   then   starting  

over,  and  encourages  the  protégé  that  they  were  on  the  right  track.    At  the  same  time,  considering  

other   approaches   can   broaden   the   perspective  and  provide  new  avenues  to  explore  in  the  future.    

Think  BIG!    Too  often,  we  get  so  bogged  down  in  the   details   that   we   can   no   longer   see   the   big  

picture.    A  mentor  has  the  ability  to  step  back  and  see   the   forest,   not   just   the   trees.     Look   for  patterns   and   tendencies   in   the   actions   and  

emotions   of   your   protégé.     These   will   often   be  indicators  of   the  underlying   issues   that   they  may  not  even  be  aware  of.      

Nothing   leads   to   failure   quicker   than   burnout.    

Encourage   your   protégé   to   step   away   from   the  issues   for   a   few   minutes.     Soldiers   fighting   in  

 6  |  17    

WWII  had  a  much  higher  survival  rate  at  the  front  

lines   when   they   received   regular   R   &   R.     It  refreshes  the  spirit  and  helps  settle  the  nerves  for  the   next   challenge.     Set   aside   some   “safe”   time  

when  work  WILL  NOT  be  discussed.    Never  spend  the   entire   meeting   discussing   problems.     Ask  about  the  most  recent  fiction  book  or  movie  your  

protégé   read   or   saw.     Ask   about   their   vacation.    Find   positive   elements   to   draw   strength   from  

before  tackling  thorny  issues.      

It   is   your   job   to   find   ways   to   challenge   your  

mentee:   if   they   didn’t   want   a   challenge,   they  would   not   have   become   an   entrepreneur.     But  that   doesn’t  mean   they   know  where   to   go   from  

here.     Help   them   develop   specific   goals   and  measurable   results,   and   then   push   them   to  

exceed   them.    We   rarely   set   goals   that  we   think  

we   cannot   reach,   and   we   rarely   grow   without  exceeding   our   own   expectations.     Your   job   is   to  push  them  past  the  limits  they  think  they  have.    

Most   of   all,   mentors   are   there   to   support   and  

encourage   their   protégés.     Just   as   a   team   will  reflect   the  attitude  of   their  coach,  you  shape  the  attitude   of   your   mentee.     Be   honest,   but   be  

optimistic.     You  are   living  proof   that   failures   can  be   learning  experiences  and  that  obstacle  can  be  overcome.      

In  the  end,  the  quality  of  your  mentorship  is  partly  

based  what  your  protégé  brings   to  the  table,  but  also  in  a  large  part  to  what  you  are  able  to  do  with  it   together.     Be   open,   honest,   frank,   optimistic  

and   completely   down   to   earth.

 

 

 

 

             

 7  |  17    

Derailment  and  Barriers  to  Entrepreneurship    

While  there  is  no  shortage  of  opportunity  and  no  shortage  of  optimism  about  their  chances  for  success,  clients  with  mental  health  challenges  may  have  several  barriers  to  overcome  in  addition  to  the  usual  hurdles  that  face  aspiring  entrepreneurs.    Many  times,  these  barriers  exist  as  a  result  of  the  derailment  people  may  encounter  when  struggling  to  overcome  these  challenges.    However,  none  of  these  barriers  are  insurmountable.  By  using  insight  and  imagination,  taking  advantage  of  community  resources,  and  working  together  with  the  aspiring  entrepreneur,  solutions  can  be  crafted  that  reduce  or  eliminate  barriers  for  the  entrepreneur.    

 

1.  Education/Experiential  Barriers  

For  a  variety  of  reasons,  some  entrepreneurs  may  have  not  had  the  opportunity  to  complete  higher  levels  of  education  or  acquire  business-­‐related  skills  that  often  are  considered  the  requisites  to  successful  self-­‐employment.  They  may  need  to  be  directed  to  some  ‘basic  training’.  

Some  may  have  experienced  chronic  unemployment  or  underemployment  and  may  lack  experience,  understanding  or  even  awareness  of  business  concepts,  procedures  and  protocols.  They  may  lack  the  personal  and  professional  networks  that  would  enhance  business  development  and  growth,  and  they  may  rely  heavily  on  their  mentor  to  guide  them  in  discovering  who  and  what  they  need  to  know  and  where  they  can  find  the  information  and  answers  they  require.  

2.  Financial  Barriers  

Business  financing  for  new  entrepreneurs  is  almost  always  a  challenge  even  if  the  individual  has  access  to  assets  such  as  collateral  or  a  good  credit  rating.    A  criterion  for  Rise  clients  is  that  they  have  had  difficulty  obtaining  traditional  small-­‐business  financing,  and  often  they  do  not  have  other  assets  or  a  good  credit  rating.  

If  the  entrepreneur  is  receiving  social  assistance  benefits  or  income  support,  they  may  have  additional  challenges  in  this  area.  These  programs  often  disallow  benefits  when  businesses  are  started.  Some  government  assistance  programs  have  changed  regulations  to  allow  aspiring  entrepreneurs  to  continue  drawing  some  level  of  benefits  through  the  start-­‐up  phase  of  business,  but  front-­‐line  caseworkers  may  not  be  aware  of  these  changes.    Through  mistakenly  disallowing  benefits,  there  develops  a  risk  of  jeopardizing  the  entrepreneur’s  business  before  it’s  even  had  a  chance  to  get  off  the  ground.    

3.  Confidence  

Circumstances  faced  by  people  with  mental  health  challenges  can  lead  to  social  marginalization  and  isolation.    Because  of  past  experiences,  some  entrepreneurs  with  disabilities  may  initially  lack  confidence  in  their  own  ability  to  plan  for  the  future.    Often,  what  they  most  need  is  to  feel  acceptance  and  support  from  their  mentor  and  others  from  whom  they  seek  guidance  and  support.  

   

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Regarding  Mental  Health    

According  to  the  Canadian  Mental  Health  Association,  between  three  and  five  percent  of  the  Canadian  population  has  a  chronic  mental  illness,  while  one  in  five  persons  is  likely  to  experience  and  seek  help  for  a  mental  health  problem  in  their  lifetime.  

Mental  health  challenges  are  the  result  of  underlying  conditions,  including  disturbances  in  the  functioning  of  the  brain  (e.g.,  chemical  imbalances)  or  external  events,  stresses  or  trauma  (e.g.,  physical  abuse).    They  vary  in  severity  and  duration  and  may  consist  of  a  single  episode  or  be  chronic  in  nature.    The  most  common  psychiatric  disabilities  include  depression  and  bipolar  disorders,  anxiety  disorders,  personality  disorders,  eating  disorders  and  addictions.    Rise  supports  all  entrepreneurs  whose  diagnoses  fall  within  the  scope  of  the  DSM-­‐5,  including  ADHD  and  the  Autism  spectrum.  

Some  psychiatric  disabilities  may  be  resolved  through  therapy  or  counseling.  Others  may  respond  best  to  a  combination  of  therapies  including  drug  therapies.    Drugs  can  help  people  with  psychiatric  disabilities  control  the  symptoms  of  their  illness,  but  they  may  also  cause  side  effects  like  cognitive  delay,  weight  gain,  nervousness  or  a  lack  of  energy;  these  side  effects  may  be  the  only  indication  that  a  person  has  a  mental  health  challenge.  

It  is  important  to  remember  that  clients  will  vary  in  regards  to  the  severity  of  their  mental  health  challenges.    Many  of  the  issues  discussed  here  or  in  training  may  never  come  up  during  your  time  as  a  mentor;  regardless,  it  will  be  beneficial  to  both  you  and  your  mentee  to  keep  them  in  mind.    Rise  asks  mentors  not  to  discuss  these  issues  unless  first  prompted  by  the  mentee.    If  at  any  time  you  feel  uncomfortable  or  unsure  about  handling  a  situation,  please  contact  Rise  for  support.      

 

   

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The  Four  Competencies  of  Mentorship    

There  are  four  core  competencies  that  all  mentors  need  to  develop  in  order  to  be  effective  in  their  role  

1.  Effective  Communication    

• A  mentor  should  be  consistent  in  communication  methods  • A  mentor  should  respect  the  mentee’s  preferred  communication  method  • A  mentor  will  use  active  listening  and  reflecting  techniques  to  communicate  ideas  

The  most  effective  feedback  focuses  not  on  what  went  wrong  in  the  past,  but  on  what  can  go  right  in  the  future.    Forward-­‐looking  input  focuses  on  the  solution  rather  than  the  problem,  and  can  urge  your  mentee  to  think  creatively  and  build  on  your  ideas.    When  your  mentee  encounters  a  challenge,  suggest  ideas  that  might  work  in  the  future,  

instead  of  focusing  on  what  they  did  wrong  in  the  past.  

Forward-­‐looking  input  is  typically  interpreted  as  encouragement  and  a  boost  forward  because  it  emphasizes  solutions  rather  than  problems.    Furthermore,  the  person  accepting  such  feedback  receives  good  ideas  for  completing  the  task,  making  the  change,  and  delivering  the  result.    Because  forward-­‐looking  input  does  not  imply  superiority  of  judgment,  

it  allows  the  mentee  to  focus  on  the  help  the  mentor  is  providing.    

9  reasons  to  try  forward-­‐looking  input  with  your  mentee  

❶  We  can  change  the  future;  we  can’t  change  the  past.    Forward-­‐looking  input  helps  people  envision  and  focus  on  a  positive  future,  not  a  failed  past.  Athletes  are  often  trained  using  forward-­‐looking  input:  race  car  drivers  are  taught  to  

look  at  the  road  ahead,  not  at  the  wall.  Basketball  players  are  taught  to  envision  the  ball  going  in  the  hoop  and  to  imagine  the  perfect  shot.  By  giving  your  mentee  ideas  on  how  they  can  be  even  more  successful,  you  can  increase  their  chances  of  achieving  this  success.  

 

❷  It  can  be  more  productive  to  help  people  be  right  than  prove  they  were  wrong.  Negative  feedback  often  becomes  

an  exercise  in  “let  me  prove  you  were  wrong.”  This  tends  to  produce  defensiveness  on  the  part  of  the  receiver  and  discomfort  on  the  part  of  the  sender.  Even  constructively  delivered  feedback  is  often  seen  as  negative  because  it  necessarily  involves  a  discussion  of  mistakes,  shortfalls,  and  problems.  Forward-­‐looking  input,  on  the  other  hand,  is  

almost  always  seen  as  positive  because  it  focuses  on  solutions—not  problems.  

 

❸  Forward-­‐looking  input  is  especially  suited  to  successful  people.    Successful  people  like  getting  ideas  that  are  aimed  at  helping  them  achieve  their  goals.    They  tend  to  resist  negative  judgment.    We  all  tend  to  accept  feedback  that  is  consistent  with  the  way  we  see  ourselves,  and  we  also  tend  to  reject  or  deny  feedback  that  is  inconsistent  with  

the  way  we  see  ourselves.    Successful  people  tend  to  have  a  very  positive  self-­‐image,  and  respond  better  to  positive  suggestions  than  negative  ones.  

 

❹  You  don’t  have  to  wait  until  you’ve  established  a  relationship  with  your  mentee  to  provide  them  with  forward-­‐looking  input.    Forward-­‐looking  input  can  come  from  anyone  who  knows  about  the  task;  it  does  not  require  personal  

experience  with  the  individual.    Feedback  requires  knowing  about  the  person.  Forward-­‐looking  input  just  requires  having  good  ideas  for  achieving  the  task.  

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❺  People  do  not  take  forward-­‐looking  input  as  personally  as  they  do  direct  feedback.    In  theory,  constructive  feedback  is  supposed  to  “focus  on  the  performance,  not  the  person.”    In  practice,  almost  all  feedback  is  taken  personally,  no  matter  how  it  is  delivered.    Positive  suggestions  tend  to  be  seen  as  objective  advice;  critiques  are  often  

viewed  as  personal  attacks.    One  benefit  of  using  forward-­‐looking  input  is  that  it  cannot  involve  a  personal  critique  because  you  are  discussing  something  that  has  not  yet  happened.      

 

❻  Direct  feedback  can  reinforce  personal  stereotyping  and  negative  self-­‐fulfilling  prophecies  by  reminding  the  entrepreneur  of  the  feeling  of  failure.    To  the  mentee,  this  can  seem  like  a  reinforcement  of  the  message,  “This  is  just  

the  way  you  are,  so  don’t  bother  trying  to  progress.”    On  the  other  hand,  forward-­‐looking  input  can  introduce  or  reinforce  the  possibility  of  improvement  because  it  is  based  on  the  assumption  that  the  person  receiving  the  suggestions  can  make  positive  changes  in  the  future.  

 

❼  Forward-­‐looking  input  can  cover  almost  all  of  the  same  material  as  feedback.    Imagine  that  your  mentee  has  

spent  their  marketing  budget  to  purchase  newspaper  ads,  only  to  realize  it  is  a  marketing  method  that  is  wholly  unsuited  for  their  business.    Rather  than  make  them  relive  the  experience,  you  might  help  them  make  better  plans  by  giving  them  suggestions  for  future  marketing.    You  could  say  something  like,  “Let’s  talk  about  some  other  marketing  

options  that  might  be  more  cost  effective.    Have  you  thought  about  ways  you  can  use  social  media  to  market  your  product?”    These  suggestions  can  be  very  specific  and  still  delivered  in  a  positive  way.    In  this  way  you  can  cover  the  same  points  without  making  your  mentee  feel  even  more  embarrassed.  

 

❽  Forward-­‐looking  input  tends  to  be  much  faster  and  more  efficient  than  feedback.    An  excellent  technique  for  

giving  ideas  to  successful  people  is  to  say,  “Here  are  four  ideas  for  the  future.    Please  accept  these  in  the  positive  spirit  in  which  they  are  given.    If  you  can  only  use  two  of  the  ideas,  you  are  still  two  ahead.    Just  ignore  what  doesn’t  

make  sense  for  you.”    With  this  approach  almost  no  time  gets  wasted  on  judging  the  quality  of  the  ideas  or  proving  that  the  ideas  are  wrong.    By  eliminating  judgment  of  the  ideas,  the  process  becomes  much  more  positive  for  the  sender,  as  well  as  the  receiver.    Successful  people  tend  to  have  a  high  need  for  self-­‐determination  and  will  accept  

ideas  that  they  buy  and  reject  ideas  that  feel  forced  upon  them.  

 

❾  People  tend  to  listen  more  attentively  to  forward-­‐looking  input  than  to  feedback.    Often  when  others  are  speaking,  we  are  busy  composing  a  reply.    This  is  particularly  true  when  receiving  negative  feedback,  because  we  feel  we  must  defend  our  position  and  our  reasons  for  our  decisions.    With  forward-­‐looking  input,  your  mentee  will  feel  

less  defensive,  and  become  freer  to  listen  to  your  suggestions.    Instead  of  trying  to  think  of  ways  to  defend  their  position,  your  mentee  can  focus  on  your  advice,  and  be  grateful  for  your  help.  

 

 

   

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2.  Personal  Growth  and  Development  

• A  mentor  should  support  his  or  her  mentee's  personal  development  and  guide  their  learning  • A  mentor  encourages  reflection,  enabling  mentees  to  learn  from  their  experiences  • A  mentor  uses  care  and  compassion  to  facilitate  positive  changes  based  on  his  or  her  mentee's  strengths  

 

3.  Role  Clarification  

• A  mentor  understands  his  or  her  role,  purpose  and  expectations  • A  mentor  takes  into  account  the  impact  of  personal  biases  and  clarifies  his  or  her  own  values,  beliefs  and  

attitudes  and  seeks  to  use  these  to  support  his  or  her  mentee  • A  mentor  recognizes  his  or  her  own  limits  and  promotes  self-­‐care  

 

4.  Connection    

• A  mentor  connects  his  or  her  mentee  to  resources,  services  and  opportunities  • A  mentor  acts  as  a  guide  to  resources  for  his  or  her  mentee  • A  mentor  shares  stories  of  his  or  her  experiences  

 

 

 

 

 

 

 

 

 

 

 

   

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Establishing  Expectations    

 

First  Meeting  

Before  you  meet  your  mentee,  take  some  time  to  prepare  for  your  initial  meeting.    •Review  the  mentee’s  business  plan  and  any  other  documentation  Rise  provided  to  gain  a  better  understanding  of  the  mentee’s  background  and  professional  objectives  •Review  the  Mentor  Handbook    The  first  meeting  should  include  your  mentee  and  the  mentee’s  loan  officer.  At  the  first  meeting,  take  some  time  to  get  to  know  each  other.    Share  your  professional  and  personal  histories  to  discover  similarities  and  differences.    Discuss  your  mentee’s  VISION  for  their  business.  Decide  together  on  the  overall  business  strategy  for  the  next  12  months.        

 

1.Connecting  

Discuss  the  desired  frequency  of  your  meetings.  Note,  Rise  recommends  that  you  meet  each  other  face-­‐to-­‐face  once  a  month.    Determine  the  protocol  for  rescheduling  cancelled  appointments.    Discuss  the  best  method  for  staying  in  touch  between  meetings      

2.Setting  Priorities  

Determining  a  productive  use  for  your  time  together  is  beneficial  to  achieving  your  mentee’s  business  goals.    This  can  be  done  using  a  structured  or  unstructured  method.  For  a  unstructured  methodology,  have  the  entrepreneur  identify  topics  for  discussion  at  the  beginning  of  each  meeting.    For  a  structured  methodology  employ  a  Goal  Worksheet  (included)  for  each  meeting      

3.Staying  Focused  

Identify  a  topic,  the  steps  to  achievement,  along  with  desired  deadlines  where  possible.  Work  on  that  topic  only,  redirecting  back  to  the  subject  at  hand  if  required.    Slot  other  topics  that  come  up  for  a  future  meeting,  either  electronically  or  in  person.    Direct  clients  to  speak  with  someone  in  their  mental  health  network  if  the  topic  becomes  focused  on  their  mental  health  

 

4.Measuring  Success  

Briefly  go  over  your  goals  and  milestones—are  you  still  on  target?    Does  your  mentee  seem  positive  and  enthusiastic?  If  not,  then  revisit  steps  1  –  3  from  above  

   

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Networking  

Becoming  part  of  the  larger  business  community  requires  the  entrepreneur  to  expand  his  or  her  existing  network.    Here  are  a  few  ways  you  can  support  your  mentee’s  networking  efforts:  

 

1.  Value  of  a  Network  

Discuss  the  role  of  networking  in  business.    The  concept  of  reciprocal  relationships  that  support  business  growth  may  be  unfamiliar  to  your  mentee.  If  appropriate,  you  can  encourage  your  mentee  to  stretch  beyond  their  existing  network  of  friends,  family  and  caregivers  to  include  new  and  unknown  networks  of  people  

2.  How  to  Network  

Help  your  mentee    Identify  local  business  associations  or  groups  that  provide  networking  opportunities.    Encourage  your  mentee  to  explore  these  networks  and  associations  for  an  indication  that  they  are  a  “good  fit”  for  their  business.    Offer  an  opportunity  to  network  together  if  appropriate.    This  may  begin  by  simply  attending  a  local  business  breakfast  club  meeting  or  even  attending  an  informal  meeting  with  a  single  new  contact  

3.  Use  Your  Network  

Explore  how  your  own  network  may  provide  opportunities  for  your  mentee  to  be  connected  with  the  local    business  community.    Consider  inviting  your  mentee  to  accompany  you  as  a  guest  to  one  of  your  networking  events.    Search  your  contacts  for  potential  matches  and  prepare  a  letter  of  introduction  to  expand  your  mentee’s  business  network  

   

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Dealing  with  Challenges    

All  relationships  face  challenges,  and  your  relationship  with  your  mentee  is  no  exception.    As  you  help  your  mentee  

grow  both  their  business  and  themselves,  you  will  be  most  effective  if  you  remember  some  key  points.  

• Maintain  awareness  that  your  communication  style  may  be  different  from  your  mentee’s,  and  give  your  mentee  the  benefit  of  the  doubt  when  differences  arise  during  your  mentoring  relationship.    It  is  best  to  assume  that  your  mentee  has  positive  intentions,  but  you  should  still  establish  firm  boundaries  around  your  relationship.    If  your  mentee  acts  in  a  way  you  feel  is  inappropriate,  leave  no  wiggle-­‐room  when  you  discuss  the  situation.    Make  a  definitive  statement  about  your  expectations  for  your  mentee  and  the  way  you  expect  them  to  treat  you.    Leave  no  grey  area  surrounding  your  position.    

• Make  every  effort  to  keep  in  mind  that  your  mentee  may  have  limited  experiences  with  professionals  outside  of  a  health  care  setting.      If  you  find  that  your  mentee  often  uses  your  meeting  time  to  discuss  their  mental  health  challenges,  you  may  need  to  redefine  your  role.    You  can  say  something  like,  “I  understand  that  anxiety  has  been  a  problem  for  you,  and  I’m  glad  that  you're  taking  steps  to  overcome  it.    I  have  business  expertise,  and  I'm  able  to  help  you  with  that,  but  I  don't  feel  like  I  have  the  expertise  to  help  you  with  your  anxiety.    Do  you  mind  if  we  just  focus  on  the  business?”    Empathy  is  always  well-­‐received,  and  acknowledging  how  your  mentee  is  feeling  before  re-­‐directing  the  conversation  back  toward  business  will  help  you  both  feel  more  secure.    

• Reinforce  your  mentee’s  strengths  but  be  honest  about  the  limitations  or  difficulties  which  you  see  in  their  business.    This  can  help  your  mentee  learn  to  manage  priorities,  capacity  and  resources.    Ask  questions  like,  “Can  you  do  all  of  this  at  once?”  or  “If  you  only  do  this,  when  will  you  reach  your  goal?”    This  type  of  questioning  may  feel  like  an  attack  to  some  mentees,  so  it  is  important  to  ask  for  permission  to  go  beyond  sharing  of  knowledge.    Start  by  asking,  “Do  you  want  my  support  with  this?”,  “Shall  we  work  together  on  this?”,  or  “Do  you  want  some  feedback?”    Ultimately,  your  mentee’s  decisions  are  their  own  choice.    But  if  the  two  of  you  have  built  a  relationship  based  on  trust,  they  will  be  more  likely  to  initially  listen  to  your  concerns,  and  allow  you  to  help  them  fix  problems  that  may  arise  when  their  plans  go  awry.    

• Remember  that  your  mentee’s  actions  and  reactions  are  only  marginally  based  on  what  is  currently  happening.    Most  of  our  reactions  are  based  on  the  past,  including  the  circumstances  of  our  education,  professional  and  life  experiences.    Especially  in  the  beginning  of  your  relationship,  emphasize  listening  to  your  mentee,  and  then  connect  your  own  experiences  to  their  reality.    Remember  that  first  and  foremost,  mentoring  is  about  building  a  relationship  together,  and  you  should  always  allow  some  time  for  small  talk  and  catching  up  with  each  other.    

• If  you  notice  that  your  mentee  is  showing  signs  that  may  be  consistent  with  a  mental  health  crisis,  you  may  choose  to  speak  to  them  about  it.    Use  facts  about  what  you’ve  observed  to  express  your  concern  in  a  non-­‐judgemental  way.    For  example,  you  could  say,  “I’ve  noticed  that  you’ve  arrived  late  to  our  last  two  meetings,  and  you  haven’t  been  responding  to  my  emails  this  month.    You’re  usually  quite  prompt  with  both  things.    This  makes  me  wonder  if  something  is  going  on  with  your  mental  health.    What  do  you  think?”    By  framing  your  concern  with  facts  and  by  asking  your  mentee  for  their  assessment,  you  have  effectively  expressed  your  concern,  made  it  safe  for  your  mentee  to  confide  in  you  regardless  of  whether  or  not  they  are  actually  facing  challenges,  and  placed  the  onus  for  their  behaviour  upon  them.    If  your  mentee  shares  with  you  that  they  are  indeed  having  challenges,  remember  that  you  are  not  a  therapist  or  counselor,  and  encourage  them  to  use  whatever  health  care  services  they  already  have  in  place.    You  may  always  contact  Rise  staff  for  assistance;  seek  help  and  advice  when  you  need  it.  

 

   

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On  Going  Mentorship  

Keep  in  mind  that  some  mentoring  pairs  benefit  from  structure,  while  others  are  comfortable  with  a  less  formal  plan.    If  you  and  your  mentee  decide  that  formally  planning  your  time  together  would  be  helpful,  you  can  use  the  Initial  Business  Plan  Assessment  Tool    to  identify  areas  of  their  business  on  which  the  entrepreneur  may  need  to  focus;  this  will  give  you  both  a  sense  of  what  to  do  next.    This  tool  will  be  especially  helpful  for  mentors  who  are  providing  pre-­‐disbursement  support.    Once  you  have  identified  the  entrepreneur’s  needs,  use  the  Action  Plan  Template    as  a  starting  point  to  record  your  thoughts  and  keep  you  both  on  track.      

 

Final  Meeting    

The  mentorship  program  is  intended  to  last  12  months,  but  may  be  extended  upon  completion  with  the  agreement  of  

both  the  mentee  and  the  mentor.  

• Arrange  a  final    meeting  with  your  mentee    • Complete  the  final  feedback  form  found  on  the  rise  mentor  portal    

 

 

“One  of  the  things  I  keep  learning  is  that  the  secret  of  being  happy  is  doing  things  for  other  people.”    

–Dick  Gregory;  American  comedian  and  entrepreneur  

 

 

 

 

 

 

 

 

 

 

With  gratitude,  we  acknowledge  the  following  resources,  each  of  which  were  helpful  in  the  creation  of  this  handbook:  

Rotman  School  of  Management,  The  Mentoring  Partnership,  Canadian  Youth  Business  Foundation,  Mentor  City,  

Mentoring  Canada,  SEDI  (Social  and  Enterprise  Development  Innovations),  and  Iowa  Mentoring  Partnership.  

   

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Mentor  Resources      

For  more  information  on  mental  health  and  addictions,  refer  to  the  following:  

General  Information  and  further  education  

http://camh.net/education/index.html    

Mental  illness  diagnoses  

http://www.camhx.ca/education/online_courses_webinars/mha101/    

         

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Learning  Goals  and  Expectations    

 Prior  to  your  first  meeting,  take  the  time  to  document  your  goals  and  objectives  for  your  mentorship  partnership.    

During  your  first  meeting,  we  recommend  that  you  review  this  form  with  your  mentor,  not  only  to  explain  your  own  

goals  and  expectations,  but  to  understand  those  of  your  mentor  as  well.  

 

My  Learning  Goals  We  often  benefit  by  defining  and  writing  down  the  things  we  want  to  achieve.    Write  down  specific  things  you  want  to  learn  throughout  the  duration  of  your  time  with  your  mentor.    By  having  a  list  of  goals,  your  mentor  will  be  better  able  to  help  you  find  the  people  and  information  you  need  to  learn  new  business  skills.    

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My  Expectations  It  is  always  best  to  seek  clarity  at  the  beginning  of  your  partnership  about  what  information,  connections  or  assistance  your  mentor  is  able  and  willing  to  provide.    Write  down  what  you  expect  to  receive  from  your  mentor  and  take  the  time  to  discuss  them  at  your  first  meeting.  

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My  Mentor’s  Expectations  During  your  first  meeting,  take  the  time  to  ask  your  mentor  what  his  or  her  primary  expectations  are  for  your  partnership.    Write  them  down,  and  discuss  any  questions  you  may  have  about  what  he  or  she  expects  from  you  and  your  partnership.  •   ___________________________________________________________________________  

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